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Users fill out information about the item such as:. If after a designated amount of time perhaps a month or two the item hasn't been used, it's time to remove it from the workspace.

It's not worth hanging onto things that never get used since they just take up space. Tip: Set a reminder—on your phone or computer, or posted somewhere in the workspace—to check back in with the red tag area so it doesn't get forgotten.

Once the extra clutter is gone, it's easier to see what's what. Now work groups can come up with their own strategies for sorting through the remaining items.

Things to consider:. During this phase, everyone should determine what arrangements are most logical. That will require thinking through tasks, the frequency of those tasks, the paths people take through the space, etc.

Businesses may want to stop and think about the relationship between organization and larger Lean efforts.

What arrangement will cause the least amount of waste? Everyone thinks they know what housekeeping is, but it's one of the easiest things to overlook, especially when work gets busy.

The Shine stage of 5S focuses on cleaning up the work area, which means sweeping, mopping, dusting, wiping down surfaces, putting tools and materials away, etc.

In addition to basic cleaning, Shine also involves performing regular maintenance on equipment and machinery. Planning for maintenance ahead of time means businesses can catch problems and prevent breakdowns.

That means less wasted time and no loss of profits related to work stoppages. Shining the workplace might not sound exciting, but it's important.

And it shouldn't just be left up to the janitorial staff. In 5S, everyone takes responsibility for cleaning up their workspace, ideally on a daily basis.

Doing so makes people take ownership of the space, which in the long run means people will be more invested in their work and in the company.

Tip: How to clean may seem obvious, but make sure people know how to properly Shine their spaces. Show employees—especially new employees—which cleaners to use, where cleaning materials are stored, and how to clean equipment, particularly if it's equipment that could be easily damaged.

Once the first three steps of 5S are completed, things should look pretty good. All the extra stuff is gone, everything is organized, spaces are cleaned, and equipment is in good working order.

The problem is, when 5S is new at a company, it's easy to clean and get organized…and then slowly let things slide back to the way they were.

Standardize makes 5S different from the typical spring-cleaning project. Standardize systematizes everything that just happened and turns one-time efforts into habits.

Standardize assigns regular tasks, creates schedules, and posts instructions so these activities become routines. It makes standard operating procedures for 5S so that orderliness doesn't fall by the wayside.

Depending on the workspace, a daily 5S checklist or a chart might be useful. A posted schedule indicating how frequently certain cleaning tasks must occur and who is responsible for them is another helpful tool.

Initially, people will probably need reminders about 5S. Small amounts of time may need to be set aside daily for 5S tasks. But over time, tasks will become routine and 5S organizing and cleaning will become a part of regular work.

Tip: Visual cues such as signs, labels, posters , floor marking tape , and tool organizers also play an important role in 5S. They can provide directions and keep items in place, in many cases without words.

Once standard procedures for 5S are in place, businesses must perform the ongoing work of maintaining those procedures and updating them as necessary.

Sustain refers to the process of keeping 5S running smoothly, but also of keeping everyone in the organization involved.

Managers need to participate, as do employees out on the manufacturing floor, in the warehouse, or in the office.

Sustain is about making 5S a long-term program, not just an event or short-term project. Ideally, 5S becomes a part of an organization's culture.

And when 5S is sustained over time, that's when businesses will start to notice continuous positive results.

Tip 1: To help sustain 5S practices, make sure all new employees or employees who switch departments receive training about their area's 5S procedures.

Tip 2: Keep things interesting. Look at what other companies are doing with 5S. New ideas for organization can keep things improving and keep employees engaged.

Some companies like to include a sixth S in their 5S program: Safety. When safety is included, the system is often called 6S. The Safety step involves focusing on what can be done to eliminate risks in work processes by arranging things in certain ways.

This might involve setting up workstations so they're more ergonomic, marking intersections—such as the places where forklifts and pedestrians cross paths—with signs, and labeling the storage cabinet for cleaning chemicals so people are aware of potential hazards.

If the layout of the workplace or the tasks people perform are dangerous, those dangers should be reduced as much as possible.

That's what the sixth S focuses on. Some people consider safety an outcome of performing the other five S's appropriately, and as a result say a sixth S isn't necessary.

They think if the workspace is properly organized and cleaned and uses helpful visual safety cues, a separate safety step is unnecessary.

Neither approach to safety is right or wrong. But however a business wants to approach safety, it should be aware that paying attention to safety is important.

Tip: If mishaps and accidents do happen, stop to consider whether a 5S improvement could have prevented it.

Could less clutter, cleaner walking surfaces, or better signs and labels have made a difference? Even though 5S is a fairly simple concept, beginning a new 5S program can feel daunting.

It's like undertaking a big cleaning project in the garage or the basement at home; there's a lot of stuff to deal with, and getting started probably doesn't sound fun.

Start with practical steps such as deciding which departments and individuals will be involved, what training is needed, and what tools to use to facilitate the process.

Determining these concrete things will help begin the process of 5S implementation. Here's the short answer to this question: everyone. If a department is starting 5S, managers and all other employees should be included.

If anyone is left out, this could lead to confusion or to messes that people don't want to take ownership of. It is possible that some people will play a bigger role in 5S than others, which is fine.

There might be 5S coordinators who are in charge of installing and maintaining 5S labeling, keeping tracking of assigned tasks, or introducing new department members to the 5S system.

These people will obviously spend a lot of time thinking about 5S compared to others. Everyone should think about 5S regularly, though.

It's also important to remember that company leaders should participate in 5S, especially if 5S is a company-wide effort.

When people see their superiors taking 5S seriously by participating in it, they'll be more likely to take it seriously, too.

Anyone who will participate in 5S activities needs to receive training. A demonstration of how 5S could occur at a workstation might also be useful.

For employees to understand why the company is going to start using 5S and why it's important, they should be given a brief history of 5S, its parts, and its benefits.

It's quite possible that the way 5S is carried out at one organization or even one department will be different from others, so groups performing 5S for the first time may need to work out the best way to perform the steps of 5S in their spaces.

In any case, everyone should receive training when 5S is new, and then any new employees who come onboard later should receive training about 5S as well.

A key part of 5S is that it makes spaces cleaner and therefore easier to navigate. That means people can more easily get their work done.

Visual communication tools such as labels, floor markings, cabinet and shelf markings, and shadow boards can make navigating spaces even simpler.

Plus, these tools can help keep the workspace organized. A workplace that uses visual management in this way is often referred to as a visual workplace.

Businesses may choose to use some or all of these visual tools. Tip: If you use color-coded floor markings, tapes, or other visual cues, make sure everyone understands them.

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